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The client is a global leader in the fashion industry, with e-commerce rapidly expanding in both sales volume and market reach. However, they encountered challenges in simultaneously entering new markets and enhancing the customer experience. The dual focus on addressing technical debt and developing new features strained resources, negatively affecting both quality and speed.
Harper partnered with the client’s CX leadership to establish a goal-setting and prioritization plan aimed at achieving the desired outcomes. Additionally, Harper coached over 40 product teams, guiding them to align their roadmaps around shared customer opportunities and pain points rather than operating in silos. By applying modern product development practices, the client was able to successfully scale initiatives across new markets and launch features that significantly boosted customer engagement and sales.
A plan for goalsetting and steering that translated the clients digital product strategy to actionable features that increased both speed of delivery and had a positive impact on customers
Aligning top-down vision with bottom-up expertise
Harper developed a product strategy aligning top-down vision with bottom-up customer expertise to address both customer needs and business objectives.
Product health check
Harper conducted a product health check to identify critical areas needing attention and concluded with implementing a goal-setting and steering plan while coaching key product leaders.
Goalsetting, steering and coaching
Harper partnered with the client to implement a goalsetting and steering plan followed by coaching product leaders in modern product development practices including both effective delivery, continuous discovery and in financial modelling for hypothesising, prioritising and follow up.
By highlighting the biggest customer opportunities top management helped the product teams minimising work in progress and decrease task switching which led to a much more accurate burndown
Product leaders to use modern discovery approaches on gathering customer feedback and hypothesis driven development based on evidence and followed up on actual impact
By focusing on outcome over output and deleting non-essential requirements the backlog of prioritized features were halved
Product leaders that were coached significantly outperformed their peers in reaching their product goals such as accelerating cycle time, success-rate of product metrics and team wellbeing
New tools in the product discovery toolbelts such as building product-KPI trees, hypothesis creation, methods of prioritizing features, customer interview techniques, generative research, opportunity mapping
New tools in building efficient teams such as understanding what delivery method to implement and key agile metrics to track and improve
